I was having a lunch meeting with my boss and three peers, arranged to share year-end information. As the business part of the meeting, she asked each of us to assess our individual development over the year.
She handed everyone a card with five bullet points she wanted us to address.
Discuss your professional development over this past year:
- What was your plan?
- How closely were you able to follow your plan?
- How did you grow as a professional?
- How are you going to move forward this year?
- What is your grade measured against the criteria of the plan?
As I stared at the card I had this overwhelming feeling – I did not really have a plan. I was going with the flow that others set for me.
My thoughts were, when it came my time to talk, it was going to be like an evening at The Improv.
Two of my colleagues had well-thought-out plans and breezed through the conversation. I muddled my way through what felt pretty awkward. After our meeting l followed up with my peers. In that conversation, I learned the two higher performers had created their own “Individual Development Plan” for the year, which they used to guide and track their progress.
It was introduced to them by a previous leader who used the plan as a dynamic framework for the year. He kept it simple, concise and adapted for each individual as needed to suit them. It changed the way they looked at their development.
Consider working with your direct reports to complete Individual Professional Development Plans. It can be a game-changer as it sets the path forward and measures progress.
Development plans are a common tool used in coaching engagements. Below are several examples I have used with clients. Take what you see and modify it to make it work for you and the members you lead.
Consider initiating the process by having each individual create a draft plan to share with you. Your role should be more of a coach to help them shape it. Think big goals are broken down into smaller tasks, events, or behaviors.
Prioritize and minimize. Do not try to cover everything at once. Set reasonable goals, milestones, and metrics. Allow the team member to take ownership of their progress. You may be surprised by the positive impact on engagement and performance.
Example 1
Example 2
Example 3
Leadership Development Plan
Goals and Actions
Development Goal:
State your top developmental goal and actions steps to achieve it using a SMART analysis. Specific, Measurable, Achievable, Realistic, and Timeframe
Example:
- Improve my ability to delegate so that within the next six months I trust my direct reports to complete projects of moderate difficulty.
Actions – Start/Increase:
- Within the next month, delegate at least one short-term (two-week) project to each direct report.
- Establish weekly status meetings on projects
- ________________________________________________________
Actions – Stop/Decrease:
- Continually asking about the status of the projects
- ________________________________________________________
Development Goal:
State the second priority developmental goal and actions steps to achieve it.
- ________________________________________________________
Actions – Start/Increase:
- ________________________________________________________
- ________________________________________________________
Actions – Stop/Decrease:
- ________________________________________________________
- ________________________________________________________
